Economy The - Bolton Council
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The
Economy
Our Strategy for Growth 2016-2030
1
Bolton is buzzing,
not simply because
of what we have
achieved, but also
because of what
we have yet to
achieve.
2
Executive Cabinet
Member Foreword
Bolton has been my home for many years, and in that time, I’ve seen it change, grow,
and move from strength to strength. New jobs, new opportunities and new investment in
Bolton have changed the lives and prospects of many across the borough.
Our strength and confidence drives our ambition - to be a city of the future. We will
create the conditions and environment to drive growth and promote innovation and
entrepreneurship, which enables talents and businesses to flourish and thrive.
We believe that Bolton’s future lies in a distinctive local offer, attracting high-growth
companies who will create the jobs, knowledge, skills and technology needed to compete
in the 21st Century global economy. Bolton’s offer will include having the right quality of
housing, education and culture; embracing smarter technologies to support new business;
and enabling the creation of data driven, location aware, on-demand services. By doing
so, we will create a self-sustaining cycle of improvement - addressing the challenges we
face will improve the quality of life available in Bolton, in turn making it more attractive
to investors, business and visitors; this will inspire young professionals and their families
to put down their roots and be Bolton residents for life, thereby strengthening our
communities and our economy.
It was our level of ambition which made the previous economic strategy so successful,
and which will continue to drive economic prosperity across the borough. In the past
5 years 4,700 more residents have moved into work, and 3,000 more jobs have been
created. Our economy has grown faster out of the recession than the national economy
or even Greater Manchester. Our focus on key sites to deliver much-needed jobs for local
residents has generated almost £1bn investment, resulting in major changes to Bolton’s
town centre, and massive developments underway at Logistics North and Rivington
Chase. Our continued success provides us with the launchpad to refresh our strategy.
To ensure that we can continue to meet our strong growth ambitions, we need to deliver
for our residents and businesses. This refreshed strategy takes account of the improved
position in which we find ourselves; it also takes account of the new opportunities facing
us, with devolution in particular giving us greater control than ever before and responsibility
for what we do and how we do it.
There’s no doubt that we also face continuing challenges in raising productivity, improving
employment prospects for residents, delivering appropriate housing, and becoming
a city of the future. All these require a concerted and collaborative effort across the
public, private and voluntary sectors to deliver better lives for our residents and better
opportunities for all.
Bolton is buzzing, not simply because of what we have achieved, but also because of
what we have yet to achieve. This Economic Strategy will make sure we invest in the right
opportunities to help us continue to grow, and to improve prosperity for all.
Councillor Ebrahim Adia
Executive Cabinet Member for Regeneration and Resources
3
A Vision for Bolton in 2030 4
Economic Partnership
Chairperson’s Foreword
The Bolton Economic Partnership is commissioned by the Bolton Vision Partnership to
take responsibility for securing inclusive economic growth which benefits everyone in
Bolton. This is in recognition of the economy as a key determinant of outcomes for our
local residents, including their health and wellbeing.
It is now important to revisit and refresh our Economic Strategy in the light of continued
and new challenges: the public sector faces continued pressures to deliver more with less;
the general health and wellbeing of Bolton’s residents remains below average; and despite
strong economic growth, Bolton faces the challenge of maintaining that growth for the
prosperity of all.
This Economic Strategy acts as a milestone, marking the start of our journey to revisit
and refresh our Community Strategy. The Strategy remains critical to the delivery of
Bolton’s Community Strategy and the long term aspirations for the borough. Supporting
new developments and investment in people and places have helped to create a more
prosperous Bolton. We will need to continue that tradition going forward.
Bolton has an excellent record for companies and organisations working together to
achieve economic objectives. This latest Economic Strategy shows how partners can
make the best use of Bolton’s economic assets to meet those objectives in the next five
years and beyond to 2030.
My own organisation, the University of Bolton, has played an important role in Bolton’s
community and its economy. As a social asset, it has brought new life to Bolton town
centre, providing residents with new skills and qualifications. As an economic asset, it has
attracted new investment and new students to Bolton, providing cutting edge research for
local employers and helping to redevelop large parts of Bolton.
This has been helped by the town centre master plan, and there are more exciting plans
in the pipeline. As one of several key sites identified in the last strategy, Bolton has
been able to attract key investment in retail, leisure and commercial space that create
jobs and new opportunities for local residents. Other key sites, such as Logistics North
and Rivington Chase, act as both social and economic assets, providing new jobs, new
homes, and new commercial opportunities for all in Bolton.
By continuing our focus on the link between sound economic strategies and long-term
community benefits, we can truly start to narrow the gap and secure prosperity for all.
After all, a strong local economy makes for a strong local community.
Professor George R Holmes DL
Chair of the Bolton Economic Partnership and Vice Chancellor and
CEO University of Bolton
5
6
A Vision for Bolton
in 2030
“Bolton • A variety of employment opportunities taking advantage of Bolton’s
location in Greater Manchester
in 2030 is
• The University of Bolton, Bolton colleges, schools and academies,
together with other training organisations, provide a quality education
and skills system responsive to the needs of a physically and
the place
technologically connected economy
• The right mix of affordable, high quality homes in the right locations
to be.” • A vibrant Bolton town centre complemented by other centres across
the Borough
A well connected, • Well maintained parks and attractive countryside contributing to a
high quality environment
smart city with a
distinctive offer to • Cultural and leisure attractions and events that attract people to live
and work in Bolton.
the Bolton family,
including: Bolton in 2030 maximises the strengths of its assets: its people,
businesses, institutions, and communities. By promoting innovation
and entrepreneurship and translating success from research labs to
commercial use, Bolton has created the environment to drive growth.
It attracts talent and enables business to flourish. By adapting to
changes in consumer behaviour, reforming services, embracing smarter
technologies, energy and transport evolution, Bolton’s high-growth
companies create the jobs, knowledge, skills, and technology needed to
compete in a global economy.
Bolton in 2030 is vibrant and peaceful. Its economy is strong,
productive, resilient and hard-working. The people in Bolton’s
communities are happy, ambitious and skilled, living healthier,
wealthier and more prosperous lives that are well connected to
good jobs and new opportunities beyond Greater Manchester
and the north of England. A place to work and invest.
7
Key
contexts
The Economic Strategy includes a detailed updated Plans for development, innovation and technology
assessment of the local economy, the context within Bolton is implementing ambitious development plans
which it operates – including a significant amount of in Bolton town centre, Logistics North and Rivington
activity to develop a Greater Manchester Vision – and the Chase, for a wide variety of uses, including housing,
opportunities which exist for development and change. manufacturing, and offices. There is a need to ensure
Bolton shows clear signs of recovery with employment at that the number of residents progressing to the higher
pre-recession levels and economic forecasts suggesting end of the qualifications spectrum continues to increase.
that employment growth will remain strong in the future. Linked to this is the need to ensure that the University
Throughout the consultation process, the central themes of Bolton realises its potential as a key economic driver
and objectives of the strategy have been broadly accepted for the borough. There are also particular challenges in
and the key contexts for the strategy can be summarised meeting the needs of demographic changes, ensuring
as follows: that an appropriate housing offer is available while meeting
challenging house building requirements, and ensuring that
Devolution both economic growth and housing policies are aligned
The Government’s Northern Powerhouse aims to increase with transport infrastructure improvements. There is also
the productivity of the North of England and rebalance a focus on maximising the re-use of other brownfield sites
the economy away from the South East. It aims to do and regenerating former mills.
this through supporting better connectivity, supporting
productivity of individual sectors in Bolton, attracting new Looking to 2030, Bolton needs to continue to develop
investment and new opportunities both nationally and its own distinctive opportunities for new housing and
internationally. Greater Manchester is at the forefront of employment, as well as developing as a smart city. This
the devolution of powers from central government to the will support the development of a robust GM Spatial
more local level where more locally sensitive decisions can Framework and GM Investment Strategy.
be made. Powers being devolved to Greater Manchester
include transport, welfare to work, further education, Productivity
integrated health and social care and planning. Productivity is a significant factor in achieving economic
prosperity. Bolton’s productivity, as measured by output
per head, is below the national average. Raising the
productivity of businesses and people would help to
narrow that gap.
Improving outcomes in a challenging financial
environment
The public sector in Bolton will need to find new ways of
meeting demand for services, as its resources continue
to shrink, and as its population grows and diversifies. The
public service reform programmes are already adapting
the way that services are integrated and delivered, and
will need to continue throughout the years up to 2030,
including a focus on the right support at the right time, and
delivering economic outcomes.
Responding to future challenges
Bolton’s economy must be able to withstand future
economic downturns, through stronger growth in key
sectors, developing the right skills for the future and a
focus on exporting to new markets.
8
The role and
strategic objectives
The last Economic Strategy was adopted in 2011, when The following six objectives underpin the economic
Bolton had started to emerge from the recession, and vision and drive the outcomes we are seeking:
it evolved from some of the key economic priorities and
targets that had been identified in the pre-recession Strong, resilient and hard-working
days. This Economic Strategy refreshes the approach, Improving the overall resilience of the local economy by
focusing on the changes that have occurred, and within improving economic activity, employment and raising
the context of the opportunities and challenges facing productivity
Bolton, looking ahead to 2030 and putting Bolton on track
to be a sustainable city of the future. The Strategy’s vision Ambitious, skilled and responsive
sets a level of ambition that identifies new opportunities Developing and retaining new talent through improving
for growth, prosperity and a thriving local economy which aspirations and developing and better matching
benefits those it serves and can be delivered in what education and skills with economic and business needs
remains a challenging financial environment for the public
sector. Productive, thriving and Innovative
Increasing the business base, supporting local
In response to this, there are six strategic objectives, each businesses to grow and expand, generating more
containing key outcomes. To support implementation of job opportunities for local residents and embracing
the Strategy, a more detailed Delivery Plan provides a technology
series of actions for all stakeholders to contribute to ensure
Bolton’s vision for 2030 is achieved. Distinctive, attractive, and competitive
Development and regeneration to maximise assets and
opportunities and provide the homes, environment and
cultural offer to make Bolton competitive
Healthier, wealthier and more prosperous
Support residents to have a better quality of life that
reduces the demand for public services in the long-term
Well-connected
Ensuring that businesses and residents remain well-
connected physically and digitally within Bolton, across
Greater Manchester, to the wider North of England, and
globally via the internet
9
Vision, key outcomes,
and indicators
Increasing economic activity
Key Outcome 1
A strong, resilient and Increasing employment
hard-working Bolton
Improving productivity and entrepreneurship
Improving aspirations, information and guidance
Key Outcome 2
An ambitious, skilled Linking supply and demand for key sectors
and responsive Bolton
Economic Improving qualifications levels and transitions
Vision;
Bolton 2030 Supporting new and existing businesses
An attractive, well Key Outcome 3
connected and A productive, thriving Embracing data and smarter technologies
distinctive place and innovative Bolton
to be, where the
opportunities and Growing a resilient business base
benefits of sustainable
economic growth are
enjoyed by everyone Improving the cultural offer
and supported by
reformed public
Key Outcome 4
services.
A distinctive, attractive Meeting housing needs
and competitive Bolton
Maximising the potential of key local assets
Improving health and wellbeing
Key Outcome 5
Healthier, wealthier and
more prosperous Bolton Narrowing the gap in earnings
Maintain and enhance transport connections
Key Outcome 6
Well-connected Bolton
Enhance physical and digital connectivity
10Ownership
“...providing an A range of success measures build upon these objectives
and outcomes, some of which are strategic economic
ambitious vision measures, and some more specific to the targeted
for Bolton 2030 programmes, including within existing, related strategies.
that aims to This Economic Strategy, developed by the Economic
build on Bolton’s Partnership on behalf of Bolton Vision, is intended to be
owned by all of Bolton and should not be read in isolation.
economic success.” Each organisation has a role to play – from improving
health and wellbeing, raising aspirations and providing new
skills and qualifications, to improving business productivity,
providing a strong cultural offer and keeping residents and
businesses connected.
The Economic Strategy aligns directly with the priorities of
the Community Strategy - securing economic prosperity
and narrowing the gap, applied to all stages of life. It does
so through providing an ambitious vision for Bolton for
2030 that aims to build on Bolton’s economic success.
Narrowing the gap between the most and least well
off requires not only the opportunities for residents to
progress, but also the support to residents. Raising
productivity is an important step to meeting this challenge.
11Implementation and Delivery Plan
(Appendix 1)
It is vital that the objectives, outcomes and measures are The Manchester Growth Company, business to business
embraced across the Bolton Vision Partnership. organisations, such as the Greater Manchester Chamber
of Commerce, Visit Bolton and the Central Bolton
This Economic Strategy will be taken forward with an Partnership, and sector groups for manufacturing and
Implementation and Delivery Plan. For each of the six key construction, all provide strong forums for developing new
outcomes set out on page 10, the Implementation Plan will strategies for key local sectors, and are crucial to achieving
provide a key organisational lead with a set of actions to improved productivity levels. Working alongside relevant
develop the outcomes further. organisations across Greater Manchester and the wider
North of England will also allow the sectors to compete on
The key to the success of this strategy will be the extent to a national and international level, as well as identifying key
which all partners are included within its continued delivery. opportunities for collaboration, development and growth.
As identified above, the public sector faces significant
financial pressures in delivering quality services that bolster In the context of a financially challenging environment for
growth and ensure that residents benefit from it. Working Bolton’s public sector, community and voluntary sector
more closely with local and city-regional partners can help organisations – as well as schools and housing providers
to ensure that Bolton’s objectives are met. – also play a crucial role in supporting resident’s skills,
employment and health needs. Complementing the
The importance of sectoral business groups cannot be provision of local and national organisations delivering
underestimated in the delivery of this Economic Strategy. services in these areas will help to reduce the burden on
One of the key challenges facing Bolton is in raising the the public sector, especially when part of an integrated and
productivity of key sectors, and supporting more residents collaborative approach to tackling Bolton’s local challenge.
to access jobs and opportunities within Bolton’s more
productive sectors.
12Measures, performance and
monitoring (Appendix 2)
Within the context of the macro-economic performance of
the city region as a whole, measures of success are based
on achievable and measurable actions, benchmarked
against two key areas for comparison: Greater Manchester
and the wider UK:
• Greater Manchester: where relevant, these rates are
presented as an ambitious measure of success option.
The average Greater Manchester rates take account of
areas with stronger local economies as well as areas not
performing as well as Bolton.
• National: where ambitious enough, or where Bolton
shows significantly better results already than nearest
statistical neighbours or Greater Manchester, national
rates are taken. These may vary depending on the data
source, but are likely to include England and Wales,
Great Britain or the UK.
Measures, where possible, reflect existing targets in
existing local strategies with projections to 2030 as
appropriate. For example, targets from the Bolton Visitor
Economy Strategy have been included here. Measures
around housing have not been included because they will
be defined in the Greater Manchester Spatial Framework,
due to be completed in 2018, which seeks to create a joint
plan for Greater Manchester.
13Appendix 1
Objectives, outcomes, activity and partners
Bolton has achieved strong growth in recent years in key
Objective 1 employment sectors. This has created a strong foundation
A strong, resilient and for Bolton’s workforce. Unemployment has been a problem
for decades and we want high employment and a wealth
hard-working Bolton of job and training opportunities so that everyone can
enjoy the benefits of growth and prosperity.
We’re reforming public services and helping people to be
more self-reliant. We’re using new ways to support people
with complex lives by identifying problems early, helping
them tackle these problems, and learning from experience
to help others. The right support at the right time in the
right place will be co-ordinated and support the whole
family.
By tackling problems in this way we are removing barriers
to work, and will increase the number of residents that are
economically active, and support more towards and into
sustainable employment.
Maintaining and increasing higher than average
employment levels and supporting more residents into
job opportunities within higher productivity sectors will
raise the productivity of key sectors. This can allow both
businesses and residents to benefit from economic
prosperity, while reducing the demand on welfare and
health services in the long-term.
The overall objective of raising productivity must be
complemented by a range of integrated support that
makes businesses, residents and the public sector
more resilient to future shocks. This can include support
for businesses to be more innovative, dynamic and
industrious; the provision of good transport links and
strong infrastructure; co-ordinated work across skills
development and employment support programmes,
to move people off benefits and into work; information,
advice, and guidance to support progression; and more
proactive interventions to improve health.
We aim to maximise the economic impact of our physical
assets, including the existing business base across Bolton
and key sites, including town centres and Middlebrook.
Our ambition includes maximising the development and
impact at Logistics North, Rivington Chase, and emerging
major sites including the University of Bolton.
14Outcomes Activity
A co-ordinated approach to address barriers to socio-
Increasing economic activity economic outcomes, including employment and
productivity (reformed public services and the delivery of
Complex Dependency programmes, including Family First;
Working Well; Team Bolton Partnership; Public Service
Hub and development of a place-based approach).
Increasing employment The creation of employment and commercial sites,
including in the town centre, creating jobs and
opportunities, particularly in targeted key growth and
productive sectors, and linked to education and skills
providers including the University of Bolton.
Employer and provider engagement and collaboration to
Improving productivity increase opportunities, support those in work, and improve
investment in capital and innovation enhancing activities.
Implementation Partners
Bolton Vision, Economic Partnership, Bolton Council, University of Bolton, Bolton Colleges and Schools, Jobcentre Plus
and Team Bolton partners; Complex Dependency partners; Manchester Growth Company, Business support agencies,
developers and landowners.
15Appendix 1
Objectives, outcomes, activity and partners
We want everyone’s potential to be realised, supporting
Objective 2 aspiration and ambition in residents about their own futures
An ambitious, skilled and with an employment and skills system that delivers the
workforce which employers need. Residents must also
responsive Bolton be equipped to access higher value and higher skilled job
opportunities across Bolton, the city region, and the North
of England.
Building on the successful implementation of the Bolton
Skills Strategy, the Team Bolton Partnership continues to
work with employers to understand more about the skills
they need for their businesses and the skills development
we should put in place to support them. Team Bolton
are also supporting employers to increase the role they
can play in developing their own workforce through
apprenticeships, traineeships, and on the job training.
We are working with schools to encourage young people to
have high aspirations and ambition to work in key growth
sectors, giving them the education and support to achieve
their goals. We aim to make sure all pupils reach good
levels in maths, English and Information Technology. We
are supporting schools, colleges, the University of Bolton,
providers, and all Team Bolton partners to give people
the advice and assistance they need to find pathways
into work and careers that are right for them, including
both apprenticeships and academic routes. Linking these
aspirations to key growth sectors can also ensure that
Bolton is able to grow and retain key talent.
We aim to have the right employment and skills training
and support, and ensure that young people and adults get
good quality qualifications and increase their skills, to allow
them to build a career and do the jobs that employers need
to support economic growth. Bolton has the opportunity to
improve its residents’ qualifications profile through access
to new academic, vocational, apprenticeship, and training
opportunities in the schools, colleges and the University.
For Bolton, the potential benefits are numerous: reducing
the number of young residents classed as Not in
Employment, Education, or Training (NEET), raising life
chances, supporting more residents back to work, and
enhancing local productivity. A responsive employment
and skills eco-system will attract new businesses and new
talent, and ensure that Bolton becomes a strong contributor
to the Northern Powerhouse. Retaining and attracting new
residents is also important, with this objective contributing
to Bolton’s distinctive offer, alongside housing, cultural and
economic opportunities.
16Outcomes Activity
Deliver engagement and aspirations plans, including Team
Improving aspirations, Bolton’s Find Your Future website, alongside careers
education, information, advice and guidance (CEIAG)
information, and guidance
strategies.
Identify local business and resident needs, and increase
the responsiveness and quality of the skills system, and
providers and alignment of skills funding to match this.
Work with key local employers to identify main skills gaps
Linking skills supply and and vacancies within Bolton, feeding this into appropriate
demand for key sectors CEIAG and labour market information.
Work with partners to maximise the quality, success,
impact and progression into and through schools, colleges
and Education Zone to high skilled employment fully
utilising academic, vocational and apprenticeship routes.
Improving qualification levels
and transitions Increase the awareness of both employers and those
needing training, of the value, number and quality of
apprenticeships and traineeships. Ensure that a targeted
skills offer is available for residents with complex issues to
access jobs across Bolton and Greater Manchester.
Implementation Partners
Bolton Vision, Economic Partnership, Employers, Bolton Council, University of Bolton, Bolton Colleges, Schools,
Providers, Jobcentre Plus, and Team Bolton partners; Complex Dependency partners and Connexions.
17Appendix 1
Objectives, outcomes, activity and partners
Objective 3 There are over 9,200 businesses in Bolton, ranging from
thousands of micro employers to hundreds of major ones,
A productive, thriving and and this will be strengthened by supporting business to
innovative Bolton set up and grow; attracting investment and supporting
resilience.
A productive and thriving business base is central to the
continued success and resilience of the Bolton economy.
Bolton has strong concentrations of employment in its
more productive sectors, meaning the local economy
benefits significantly from its employment mix. To maintain
this, Bolton needs to ensure that its business base is
resilient to potential future shocks.
This can be achieved through continuing to ensure that
new businesses can thrive, and that existing businesses
remain competitive. Targeted business support can ensure
that new local businesses can develop in the area, creating
new jobs and new opportunities. Support that helps
existing organisations to become more innovative can
help to expand the reach and attractiveness of Bolton as a
place for new job opportunities and new business growth.
Expanding the business base – and diversifying the range
of activities, goods, and services of businesses – will
also help to ensure greater resilience. Supporting new
employment sites, particularly based around key and
emerging sectors, will also help to expand the productivity
of the local economy.
Finally, investment in both capital and labour can lead to a
substantial shift in the productivity of Bolton’s key sectors.
These key sectors include the creative industries; retail and
leisure sectors; manufacturing, particularly the subsectors
of textiles and food; green technology, and also business,
financial and professional services.
The established Business Bolton brand has been further
strengthened by the Business Growth Hub, set up in
2011, which works with ambitious enterprises to develop
and reach their full potential. Working with the Team Bolton
Partnership, employers in Bolton continue to pledge their
support to local people and business through recruitment
and supply chain partnerships, and develop a responsive
education and skills system.
18Outcomes Activity
Continue to engage with local businesses to identify
Supporting new and existing barriers to growth, and identify continued business support
businesses needs, including recruitment and property, and work
alongside partners across GM to influence future business
support that stimulates innovative product and service
development.
Tackle the barriers to new business development,
Growing the business base particularly amongst the unemployed.
Bring forward employment land that meets the needs of
business to meet future growth potential and proactively
promote Bolton’s key employment sites to potential
investors and businesses looking to relocate or expand.
Making the business base more
Support new business development in key growth and
resilient productive sectors: manufacturing (especially food and
drink); professional services; creative and digital industries;
retail and leisure; construction; science and R&D; and
green technology.
Implementation Partners
Bolton Vision, Economic Partnership, Bolton businesses, Bolton Council (Business Bolton), Manchester Growth
Company, Greater Manchester Chamber of Commerce, Department for Work and Pensions, and Team Bolton.
19Appendix 1
Objectives, outcomes, activity and partners
Bolton town centre is the largest in Greater Manchester
Objective 4 outside the regional core, and has the potential to grow
A distinctive, attractive, and significantly. The continued development of the town
centre will also provide an attractive retail and leisure mix
competitive Bolton for local residents and visitors, building on the Town Centre
Action Plan and new town centre masterplans, with superb
shopping and an improved nightlife offer around eating out.
Bolton’s future economic potential lies in maximising the The University developments, particularly the University
economic impact of its excellent geographic linkages, Technical College and the new Academic Village, will help
key local assets, housing, employment, culture, diversity to attract and retain new talent in the district, and provide
and distinctive commercial offer. In doing so, Bolton will the opportunity to connect academic study and research
attract residents and business from all over the UK and to business start up, expansion and growth. Previous key
internationally to visit, study, work and put down roots at sites such as Church Wharf and Merchant’s Quarter will
the heart of the Northern Powerhouse. remain a key part of the Town Centre Strategy, alongside
new opportunities at the gateways to the town centre.
Working closely with partner agencies at a GM level,
Bolton can benefit from high-impact marketing and the Building the quality homes we need and development
city-region’s reputation and international connectivity, ambitions are only part of the picture of providing a
such as direct flights to China. Bolton has ambitions to distinctive local offer. A strong tourism and leisure offer
be at the forefront of new technological developments is key to attracting new spending and investment. The
with a sustainable smart city offer to attract investment cinema, restaurants and retail stores opening in the Market
and maximise links between the town and University Place, together with new investment in the Octagon
with science, digital, and modern manufacturing and Theatre and Bolton Museum, Aquarium and Archive (which
engineering. is amongst Greater Manchester’s top ten attractions),
will play a part in continuing to revitalise and refresh the
The growth ambitions for Greater Manchester up to offer to residents and visitors. Bolton’s events strategy will
2030 and beyond through the Spatial Framework also support this, helping to attract even more visitors to
(GMSF) process will directly influence the amount of new Bolton’s Food and Drink Festival, alongside successful
housing and employment floorspace that will need to be events such as the Ironman UK Triathlon and IronKids
accommodated across the ten districts. Bolton already UK. At Middlebrook, retail, sport – including the home of
has a strong pipeline of development opportunities, Bolton Wanderers and Bolton Arena – leisure, hotel, and
with significant potential for growth at existing key commercial development form a strong tourism draw,
employment sites. Logistics North has substantial scope alongside emerging tourism opportunities around Horwich,
for expansion, while Bolton town centre, Middlebrook and particularly in terms of its proximity to the West Pennine
Rivington Chase also provide opportunities for continued Moors and countryside activities across Bolton as a whole.
development. Further strategic sites will emerge through
the GMSF, and these will start to be developed after 2020.
20Outcomes Activity
Implement the town centre plans including developing
Maximising the potential of key opportunities for the University and Academic Village, the
local assets Market Place, The Octagon Theatre, Bolton Museum,
Aquarium and Art Gallery, and other office and leisure
development across the town centre.
Utilise the Bolton events strategy to support new events
opportunities across the district.
Improving the cultural offer
Explore new leisure and tourism opportunities in Horwich,
linked to countryside tourism and outdoor activities.
Develop a commercial and investment offer, including
proposals for Bolton to be a modern, sustainable, scientific
Meeting housing needs and smart city.
Work with relevant partners to identify new major
development sites, new housing development options
that link to new job opportunities, and support increased
housing builds to provide enough homes of the right
quality to meet Bolton’s growth ambitions.
Ensure that underused and derelict sites and buildings are
put to the best economic use.
Implementation Partners
Bolton Vision, Economic Partnership, Bolton Council, Team Bolton; BCH Partnership; Central Bolton Partnership;
businesses, developers, registered social landlords and landowners, together with GM partner agencies including, and
Homes and Communities Agency.
21Appendix 1
Objectives, outcomes, activity and partners
The link between prosperity, health, and quality of life are
Objective 5 at the heart of the strategy. People generally live longer,
Healthier, wealthier, and healthier lives when they are in work. A health and care
system which incorporates a focus on moving into, and
more prosperous Bolton remaining in work as a routine element of service delivery
will achieve better health outcomes for its residents.
Economic growth is not just an end in itself, but also a
means to improving the lives of local residents. Ensuring
that residents are able to respond to the needs of the local
economy is vital, but residents also need to benefit from
this arrangement, through improved health, wealth and
wellbeing. Bolton needs to ensure that new jobs maximise
the potential of residents and provide aspirational
achievements for workers.
Bolton’s residents on average live shorter lives than
the national average, and live for longer in poor health.
Supporting good work opportunities, especially around
improving public health, can help to support long-term
wellbeing, providing meaningful employment, confidence,
social networks and income that can positively improve the
lives of individuals facing social exclusion.
Narrowing the gap between the UK and national healthy
life expectancies can also help to ensure Bolton’s
continued resilience, reducing the demand on public
resources in the long term. Addressing the financial
challenges of providing public services is a core focus for
the Council and the wider public sector – investing ahead
of need and reducing demand on services can support
both residents’ self-sufficiency and the public sector’s
efficiency savings programme. Further improvements can
be brought to bear through influencing the new health
and social care arrangements across Greater Manchester
to benefit local residents, following the 2015 landmark
agreement with Government to take charge of £6bn
spending locally.
Alongside this, narrowing the gap in income inequality,
particularly through raising earnings, can also help to
stimulate further economic growth and development as
businesses compete for new consumers.
22Outcomes Activity
Support the development of a new integrated health and
Improving health and wellbeing social care service across Greater Manchester.
Utilise public health connections to support in-work health
and integrated support for the ‘Fit for Work’ schemes
to help more residents back to work from a sickness
absence.
Narrowing the gap in earnings Support the successful delivery of Working Well and other
national and local welfare to work programmes, alongside
providers, to deliver integrated mental and physical
health support and skills to access better paid work for
unemployed and economically inactive residents.
Utilise the public sector’s supply chain to support the
development of good work environments (e.g. through
the Workplace Wellbeing Charter and the Public Health
Responsibility Deal).
Support the uptake of the Living Wage by Bolton
employers through local engagement activities.
Develop a public sector procurement plan that aims to
support improved pay for local workers.
Implementation Partners
Bolton Vision, Economic Partnership, Health and Wellbeing Board, NHS England, Bolton Council (including Public
Health), Bolton NHS Foundation Trust, NHS Clinical Commissioning Group, Greater Manchester Combined Authority,
Bolton employers, Department for Work and Pensions, Training and Work Programme providers, primary care partners
and GPs.
23Appendix 1
Objectives, outcomes, activity and partners
Bolton is becoming ever more connected to the Greater
Objective 6 Manchester city region, the wider North, the UK as a
Well-connected Bolton whole, and internationally, with regular direct trains to
Manchester Airport connecting Bolton with 22 million
passengers, 100 airlines and 200 worldwide destinations.
Good transport connections and digital communications
are key to ensuring that residents can access a wider
variety of jobs and economic opportunities. This can
include jobs within Bolton that they may not have
previously been able to access. Increased investment
within the city region can also help connect Bolton
residents to good jobs and new opportunities, as well as
making Bolton a centre to attract new business growth.
Enhancing transport connectivity can also help to attract
new residents, businesses, visitors and students by
providing good links with visitor attractions, employment
sites and places of learning. Good infrastructure – both
physical and social – lies at the heart of this, and supports
Bolton’s aspirations for attracting and retaining new talent.
Continued investment by Network Rail and Highways
England across Bolton, particularly on rail electrification
and M61 improvements, can support the development of
new businesses in Bolton. Developments such as Bolton
Interchange, Middlebrook and Logistics North rely on the
good connectivity of local transport, linking businesses and
residents with jobs and economic opportunities.
Lower qualified residents do not tend to travel as far to
work as higher qualified residents. Working with Transport
for Greater Manchester in ensuring that residents can
access good jobs and new opportunities involves more
than simply ensuring accessibility. Providing the right skills
development – based on an understanding of business
need – can ensure that residents are better equipped to
find and retain employment. Linking transport development
with skills and employment support, particularly in
deprived areas, can significantly enhance the impact of
any interventions.
Digital connectivity and communications are also vital
for Bolton’s economic prosperity. Continued investment
is needed in digital infrastructure, such as improving
broadband speeds. Targeted training is also required to
improve the digital skills of the workforce.
24Outcomes Activity
Continue to explore further options for development of
Maintain and enhance transport the M61 to support increased accessibility for sites and
connections businesses in the M61 corridor and options for further
developments along the corridor to support new jobs
growth.
Work with Network Rail, neighbouring districts and
Enhance physical and digital Transport for Greater Manchester (TfGM) to identify the
connectivity potential for new developments alongside rail routes.
Maximise the use of Bolton Interchange to help people
access employment opportunities in Bolton and elsewhere
and work with TfGM to identify and reduce barriers to
access public transport, cycling and walking.
Work with TfGM to identify the potential options for linking
new housing and employment sites with more deprived
areas of Bolton through better transport routes.
Work with local partners and with digital infrastructure
organisations and internet service providers to improve
digital connectivity.
Implementation Partners
Bolton Vision, Economic Partnership, Bolton Council, Transport for Greater Manchester, Highways England, Network
Rail, Bolton businesses, developers and landowners, digital and internet providers, Manchester Growth Company, and
other business support agencies.
2526
Appendix 2
Measures of success
Implementation of Within the context of the macro-economic performance of
the city region as a whole, measures of success are based
this Strategy will on achievable and measurable actions, benchmarked
continue to attract against two key areas for comparison, Greater Manchester
and the wider UK:
further investment
and opportunities for • Greater Manchester: where relevant, Greater
Manchester rates are presented as an ambitious option.
local people. The average Greater Manchester rates take account of
areas with stronger local economies, as well as areas
not performing as well as Bolton.
• National: where ambitious enough, or where Bolton
shows significantly better results already than nearest
statistical neighbours or Greater Manchester, national
rates are taken. These may vary depending on the data
source, but are likely to include England and Wales,
Great Britain, or the UK.
Measures, where possible, reflect existing local strategies,
with projections to 2030 as appropriate. For example,
targets from the Bolton Visitor Economy have been
included here. Measures around housing have not been
included because they will be defined in the Greater
Manchester Spatial Framework, due to be completed
in 2018, which seeks to create a joint plan for Greater
Manchester.
The emphasis of the Economic Strategy has evolved
to maximise focus on residents benefitting from the
opportunities that economic growth, including investment
over the previous decade, has achieved. Nevertheless
implementation of this Strategy will continue to attract
further investment and opportunities for local people.
Private investment in Bolton is forecast to continue, and
it is expected to generate at least a further £1 billion of
investment and 11,000 additional jobs in Bolton over the
period from now to 2030, with GVA exceeding £6bn by
2030. Monitoring the measures of success will take place
annually, when the opportunity will be taken to review
how the Strategy and the actions within it are being
implemented. In light of this and the planned refresh of
Bolton’s Community Strategy, if necessary, the ambition
measures will be adjusted accordingly.
Each of the measures relates to one or more of the
Economic Strategy objectives. Using the key, these are
highlighted in the following table:
27Appendix 2
Measures of success
Description Measure of success Objectives
GVA per capita Reduce the gap in GVA per capita between Bolton and
Measures the amount Greater Manchester.
of profits and wages Ambition: by 10% by 2020 and by 45% by 2030
generated in the Bolton GVA per capita is currently £3,707 lower than the GM
economy per person average (data source: GMFM, 2014)
Sectoral productivity Reduce the gap generated by low sector productivity
GVA impact Ambition: by 10% by 2020, and by 45% by 2030
Measures the difference The current sector productivity gap stands at £410.4m
between current and (data source: GMFM 2014)
potential GVA in Bolton
caused by the different
sectoral productivity
levels between Bolton
and the UK
Sectoral employment Increase the GVA benefit Bolton receives from its
GVA impact employment mix
Measures the difference Ambition: by 20% by 2020 and by 80% by 2030
between current and Bolton currently benefits from its mix of employment to the
potential GVA in Bolton value of £93.1m per year (data source: GMFM 2014)
caused by the different
sectoral employment
levels between Bolton
and the UK
Employment rate Increase employment rate
Measures the proportion Ambition: to 71% by 2020 and to national average by 2030
of the working Bolton employment rate is 69.8% compared to the UK’s 73.4%
age population in (data source: Annual Population Survey, Sept 2015).
employment
,
Key:
A strong, resilient and hard-working Bolton A distinctive, attractive, and competitive Bolton
An ambitious, skilled, and responsive Bolton Healthier, wealthier, and more prosperous Bolton
A productive, thriving, and innovative Bolton Well-connected Bolton
28Description Measure of Success Objectives
Economic activity Increase economic activity rate
Measures the Ambition: to 75% by 2020 and to the national average by 2030
proportion of the Bolton economic activity is 74.9% compared to the UK’s
working age population 77.7% (data source: Annual Population Survey, Sept 2015)
in work or seeking and
able to work
Out-of-work benefit Reduce out-of-work benefits rate
claimant rate Ambition: to 11% by 2020 and to national average by 2030
Measures the This ambitious target aims to reduce the out-of-work benefits
proportion of the rate from 12.0% currently to at least the national average of
working age population 9.4% (data source: DWP benefits, May 2015)
who are claiming an
out-of-work benefit
Residents working Increase the proportion of Bolton’s workers who live
in Bolton in Bolton
Measures the Ambition: to 67% by 2020 and to 70% by 2030
proportion of Bolton’s Bolton rate is 64.7% (2011)
workers who also reside
in Bolton
Level 4+ Raise the proportion of working age residents qualified
qualifications to at least level 4
Measures the Ambition: to 27.5% by 2020 and to 32.5% by 2030
proportion of residents 25.5% of Bolton’s residents are qualified to level 4+, compared
of working age with to 35.8% in UK (data source: Annual Population Survey Dec 2014)
level 4 qualifications
or above (i.e. HNC,
certificate of higher
education or equivalent
and above)
29Appendix 2
Measures of success
Description Measure of Success Objectives
Level 2+ qualifications Raise the proportion of working age residents qualified
Measures the proportion to at least level 2
of residents of working Ambition: to 69% by 2020 and to the UK average by 2030
age with level 2 68.3% of Bolton’s residents are qualified to level 2+, compared
qualifications or above to 73.1% in UK
(i.e. GCSE grades A*-C (data source: Annual Population Survey Dec 2014).
or equivalent and above)
Business base Increase the ten year growth rate in the total number of
Measures the annual businesses
percentage in the total Ambition: to 0.75% per annum by 2020 and 1.2% per annum
number of businesses by 2030
Over the past nine years, the average growth in total
businesses in Bolton is 0. 9% pa
(data source: ONS Business Demography 2004 – 2014).
Business rates Increase the business rates generated in the area
Measures the annual Ambition: by 0.75% per year to 2020 and by 1.2% per year
percentage increase to 2030
in the income received Bolton’s current non-domestic rating income stands at £74.3m
from business rates of which £36.4m currently goes to Bolton (date: 2014-15)
Start-ups Raise the ten year average annual growth in new
Measures the annual business start-ups
percentage change Ambition: to 2% per annum by 2020 and 3% per annum by
in the number of new 2030
businesses in a year Over the past ten years, the average growth in new start-ups in
Bolton is 1.1% pa
(data source: ONS Business Demography 2004 - 2014).
Business survivability Increase 5 year survivability of businesses
Measures the proportion Ambition: to the national average by 2020 and to 44% by 2030
of businesses that are Bolton’s 5 year survival rates stands at 41.5%, against the
still in operation 5 years national average of 41.7%
after they were set up (data source: ONS Business Demography 2009 – 2014).
Key:
A strong, resilient, and hard-working Bolton A distinctive, attractive, and competitive Bolton
An ambitious, skilled, and responsive Bolton Healthier, wealthier, and more prosperous Bolton
A productive, thriving, and innovative Bolton Well-connected Bolton
30Description Measure of Success Objectives
Housing Raise the proportion of council tax base delivered by
Measures the proportion band D and above properties
of council tax generated Ambition: to 25% by 2020 and to 28% by 2030
by council tax band D Bolton’s council tax band D and above properties currently
and above dwellings as account for 23.8% of council tax receipts (date: 2015)
a proportion of the total
council tax base
Earnings Reduce the gap between Bolton resident salaries and
Measures the gap UK resident salaries
between the median Ambition: by 20% by 2020 and eliminate the gap by 2030
earnings of Bolton Resident median salary stands at £19,317 in Bolton and
residents and UK £22,044 in UK (data source: Annual Survey of Hours and Earnings 2014)
residents
Living Wage Increase the number of local businesses paying the
Measures the number Living Wage
of local businesses Ambition: new baseline Measure required
paying the living wage, This target is driven by the Council’s own support for the Living
as defined by the Living Wage, and is subject to review by businesses
Wage foundation
Earnings gap Reduce the gap between Bolton workers’ salaries and
between residents Bolton residents’ salaries
and workers Ambition: by 30% by 2020 and by 50% by 2030
Measures the gap in Bolton residents’ salaries are currently £623 higher than
earning between people Bolton’s workers’ (date: 2014)
who work in Bolton
and workers who live in
Bolton
31Appendix 2
Measures of success
Description Measure of Success Objectives
The following additional indicators are in development and subject to deletion, change or addition by Bolton
Vision Partnership(s) and Key Implementation Partners including in the context of a refresh of the Community
Strategy and other existing strategies
Life expectancy Reduce the gap in life expectancies between Bolton and
Measures the difference the national average for both males and females
in life expectancy Ambition: by 20% by 2020 and eliminate the gap by 2030
at birth in Bolton Bolton life expectancy is 78.0 years for males and 81.6 years
compared to the UK for females. The national averages are 79.4 years for males
and 83.1 years for females (data source: ONS Life Expectancy
2012-14).
NEETs Reduce the proportion of 16-18 year olds classed as
Measures the NEETs within Bolton
proportion of 16-18 Ambition: to reduce the NEET rate to 4.2% by 2020 and 3%
year olds who are not in by 2030.
employment, education Bolton NEET rate is currently 5.1% (data source: Department
or training for Education, 2014).
Bolton Food and Measure to be identified
Drink Fesival Footfall
Visitbolton.com users Increase user figures to the visitbolton.com website
Measures the number Ambition: to at least 9,000 per month by 2018, a 30% increase
of unique visits to the on the 2014 figures.
Visit Bolton website
Tourism jobs Support 5,700 full time tourism job equivalents by 2018, an
Measures the number of increase of 10% against the 2013 figures.
full-time equivalent jobs
in the tourism sector
Key:
A strong, resilient, and hard-working Bolton A distinctive, attractive, and competitive Bolton
An ambitious, skilled, and responsive Bolton Healthier, wealthier, and more prosperous Bolton
A productive, thriving, and innovative Bolton Well-connected Bolton
32Description Measure of Success Objectives
Visitor spend Increase visitor expenditure to £433 million by 2018, an
Measures the total increase of 10% on the 2013 figures
spend of visitors to
Bolton per year
Bed-nights Between 2015 and 2018 generate at least 2,000 bed-nights
Measures the number annually at Bolton accommodation businesses through Visit
of people spending Bolton marketing and events activity
the night at Bolton
accommodation
businesses per year
Hotel Increase the hotel accommodation in Bolton
accommodation Ambition: by 10% on 2014 figures (c. 80 additional bedrooms)
Measures the number
of bedrooms at Bolton
accommodation
businesses
Healthy life Raise healthy life expectancy
expectancy Ambition: by one year by 2020 and to reach the state pension
Measures the age by 2030 for both males and females
difference in healthy life HLE in Bolton is currently 61.1 years for males and 62.2 years
expectancy in Bolton for females (data source: ONS Healthy Life Expectancy 2011-13)
compared to the UK
Metroshuttle usage Increase Metroshuttle usage
Measures the annual Ambition: by 15% by 2020
number of passengers Currently over 100,000 trips per year taken on Bolton
using the Metroshuttle Metroshuttle (data source: TfGM 2013)
bus around Bolton town
centre
3334
Appendix 3
Economic Assessment
Bolton’s
Update to the Local Economic Assessment
As part of the development of the Economic Strategy, we
have provided an interim update to the Local Economic
economy
Assessment last completed in early 2015 (available in
Annexe A). The information presented below is a snapshot
of this work, and shows that Bolton’s economy continues
to grow successfully. However, a number of challenges
continues remain that the Economic Strategy, as part of a wider
Community Strategy, will aim to address.
to grow Challenges and opportunities
While the focus on narrowing the gap and securing
economic prosperity has not changed for Bolton,
successfully. movements in the financial and policy landscape make
it necessary to consider the emerging challenges and
opportunities now facing the district. These include:
However, a number of • Devolution and aligning with Greater Manchester
challenges remain that priorities: GM devolved powers and responsibilities
present Bolton with a unique opportunity to influence
the Economic Strategy, decision-making and the provision of a range of
as part of a wider business support, skills and welfare services
Community Strategy, • Achieving ambitious local plans for new and
will aim to address. continued developments: Realising Bolton’s
ambitious plans for future growth and new
developments
• The Northern Powerhouse: Through better
connections across the north of England. Bolton has
the potential to be a significant player as part of a wider,
connected Northern Powerhouse
• Productivity: The importance of raising total
productivity levels to secure business growth and
prosperity for residents
• Improving outcomes in the context of a
challenging financial environment: A continued
challenging financial environment for the public sector
with continued pressure to improve outcomes
• Resilience: Ensuring that Bolton’s economy
remains resilient to changes in the local, national and
international economy
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